Following the board's suspension of the chief executive officer (CEO) due to a corruption scandal, Cricket South Africa (CSA) appointed an acting CEO in March 2012. After successfully restoring the organization's damaged reputation, re-establishing the confidence of existing sponsors and attracting new corporate partners within his first four months, the acting CEO submitted his letter of resignation. In it, he cited hostility from some members of the board and a lack of confidence in his judgment. However, after his resignation he was encouraged to reconsider his decision. Should he withdraw his resignation and continue the important turnaround task? If so, could he manage the challenges facing him and CSA in a different way? If not, what would the implications be for him, the management of cricket in South Africa and the multiple stakeholders, including sponsors?
Following the board’s suspension of the chief executive officer (CEO) due to a corruption scandal, Cricket South Africa (CSA) appointed an acting CEO in March 2012. After successfully restoring the organization’s damaged reputation, re-establishing the confidence of existing sponsors and attracting new corporate partners within his first four months, the acting CEO submitted his letter of resignation. In it, he cited hostility from some members of the board and a lack of confidence in his judgment. However, after his resignation he was encouraged to reconsider his decision. Should he withdraw his resignation and continue the important turnaround task? If so, could he manage the challenges facing him and CSA in a different way? If not, what would the implications be for him, the management of cricket in South Africa and the multiple stakeholders, including sponsors?
First National Bank (FNB), one of South Africa’s “Big Four” banks, has, under the stewardship of its CEO, invested in a strategy of innovation to grow its market presence in South Africa, other emerging-market African countries and India. In line with its strategy to lead digital banking in South Africa, FNB has invested in building a social media strategy to enable the brand to strengthen its relationships with customers, through building customer knowledge and stickiness and humanizing its brand.<br><br>In 2012, FNB’s head of digital marketing and media sees a tweet from Standard Bank stating that it has instructed its attorneys to lodge a complaint against what it alleges to be FNB’s misleading advertising. She wonders whether Standard Bank’s use of Twitter to communicate this competitive action is related to FNB’s extensive and well-publicized use of the micro-blogging service. She knows that the debate on Twitter will be a significant indicator of whether her social media strategy has been successful. How can FNB continue to differentiate itself and alleviate the pressure on non-interest revenues?<br><br> Banking on Social Media (B), 9B14A071, is a supplement to this case.
This case is a supplement to Banking on Social Media (A), 9B14A070.<br><br>In January 2013, First National Bank (FNB) launches the “You Can Help” brand campaign, which calls for change and is based on the bank’s research on South African children’s hopes for the country. The campaign receives mixed reactions from political parties, with the governing African National Congress declaring, “This isn’t an advert — it’s a political statement. An attack on the president, his ministers and government as a whole.” Following the harsh criticism by some, select clips are taken off YouTube, the Group CEO sends an apologetic text message to a government minister involved, and the bank buys newspaper advertisements trying to explain the campaign. Has FNB managed the crisis properly?
First National Bank (FNB), one of South Africa's "Big Four" banks, has, under the stewardship of its CEO, invested in a strategy of innovation to grow its market presence in South Africa, other emerging-market African countries, and India. In line with its strategy to lead digital banking in South Africa, FNB has invested in building a social media strategy to enable the brand to strengthen its relationships with customers, through building customer knowledge and stickiness and humanizing its brand.<br><br>In 2012, FNB's head of digital marketing and media sees a tweet from Standard Bank stating that it has instructed its attorneys to lodge a complaint against what it alleges to be FNB's misleading advertising. She wonders whether Standard Bank's use of Twitter to communicate this competitive action is related to FNB's extensive and well-publicized use of the micro-blogging service. She knows that the debate on Twitter will be a significant indicator of whether her social media strategy has been successful. How can FNB continue to differentiate itself and alleviate the pressure on non-interest revenues?
<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Emerald/AABS Case Study Competition</strong></p><br>In December 2012, the CEO of the professional services company Business Systems Group (BSG) called his management team together to evaluate the firm’s continued sponsorship of the BSG Triathlon Series. The previous five years of the sponsorship were considered a worthwhile investment by the business, although the relationship with Triathlon South Africa (TSA) was becoming increasingly strained. The case charts the growth of BSG’s business in South Africa and the United Kingdom, as well as the evolution of the sponsorship and relationship with TSA. The decisions facing BSG were whether to renew the sponsorship and build towards the Rio Olympics in 2016, continue with the BSG Triathlon Series without TSA sanction or exit the firm’s involvement in the sport.
In December 2012, the CEO of the professional services company Business Systems Group (BSG) called his management team together to evaluate the firm's continued sponsorship of the BSG Triathlon Series. The previous five years of the sponsorship were considered a worthwhile investment by the business, although the relationship with Triathlon South Africa (TSA) was becoming increasingly strained. The case charts the growth of BSG's business in South Africa and the United Kingdom, as well as the evolution of the sponsorship and relationship with TSA. The decisions facing BSG were whether to renew the sponsorship and build towards the Rio Olympics in 2016, continue with the BSG Triathlon Series without TSA sanction or exit the firm's involvement in the sport.
Nawaal Motlekar is the managing director of Kwenta Media and founding editor of Mamas & Papas, a recently launched parenting magazine in Southern Africa. From her early entrepreneurial experiences, Motlekar developed a personal and professional interest in parenting magazines. As a Black South African women, married to an Indian man, in an increasingly multi-racial and multi-cultural society, Motlekar recognized a gap for a parenting magazine that would appeal to a wider and more racially and culturally inclusive target market. After extensive research and development, she launched the Mamas & Papas magazine in early 2009. The case charts Motlekar's journey as an entrepreneur, as well as her efforts between 2006 and 2009 to bring the magazine to life. The case explores the quantitative and qualitative research approaches employed by Motlekar, as well as her marketing and branding initiatives towards building a Mamas & Papas brand beyond just the physical magazine. With the magazine having been on the shelves for 12 months, Motlekar and her board faced a number of decisions. These included options to increase advertising revenues and circulation, as well as choosing how to extend the Mamas & Papas brand into related categories.
Nawaal Motlekar is the managing director of Kwenta Media and founding editor of Mamas & Papas, a recently launched parenting magazine in South Africa. From her early entrepreneurial experiences, Motlekar developed a personal and professional interest in parenting magazines. As a Black South African woman married to an Indian man in an increasingly multi-racial and multi-cultural society, Motlekar recognized a gap for a parenting magazine that would appeal to a wider and more racially and culturally inclusive target market. After extensive research and development, she launched the Mamas & Papas magazine in early 2009. The case charts Motlekar’s journey as an entrepreneur, as well as her efforts between 2006 and 2009 to bring the magazine to life. The case explores the quantitative and qualitative research approaches employed by Motlekar, as well as her marketing and branding initiatives towards building a Mamas & Papas brand beyond just the physical magazine. With the magazine having been on shelves for 12 months, Motlekar and her board faced a number of decisions. These included options to increase advertising revenues and circulation, as well as choosing how to extend the Mamas & Papas brand into related categories.